The frontline employees play a crucial role in delivering process (Congram &Fridman, 1991), in obtaining and responding to customer feedback (Munro & Ogston, 2008), provide value-added service through successful interaction with customers (Edvardsson, et al.1997), receiver and provider of services (Schneider & Bowen, 1985).Qualified and satisfied employees as a main factor of internal marketing bring profitability for organization through delivering sufficient outcome to customers (Schneider & Bowen, 1985).IM help employee to understand organizational goals and its importance .Accordingly ,IM make value to employee then customer though meet the internal and external customer’s expectation by promises made and value proposition and ultimately …show more content…
Value proposition as a central element of BM is essential for any business to effectively involve with all of stakeholders and actors .value proposition is a “promises about potential future value creation” (Gronroos, 2011).As highlighted by Frow et al (2013) there is no research in relationship between value proposition and organizational performance .in this regard, Sub-Questions (SQ1) of this research can be formulated as:
SQ1 -“How do IM and SI serve to value proposition to affect organizational performance?”
Value proposition is not limited to external customer ,it is significant element for job satisfying .it refers to value provided by organization to employee ,instead employee bring value to organization through their skills, experience and capabilities .it help employee meet their expectation in exchange for their attempt to help organization to achieve their objective .there are various studies conducted in employee value proposition but there is no research on how organization can meet their employee expectation and in-turn how employee help organization to successful .Accordingly ,SQ2 & SQ3 can be formulated as :
SQ2 -“How do company improve value proposition on IM within the context of
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“reviewing literature state that value is the main driver of any service business model .Innovation in service is mostly focused on cultural capability ( Ettlie &Rosenthal,2012), human resource communication (John&Storey ,1988) , and customer communication (Baines et al,2010) rather than technology, However technology has significant role in service innovation (Barras ,1990).from service system perspective, human resources in organization are the main internal resources that can accessed in making value proposition. According to globalization and fast growing of technology ,companies shift their BM from transactional (Product oriented) to relational (Service oriented ) and engaging employee and customer in service-in use .Therefore companies can influence in customer behavior through service innovation .Based on the research conducted by IFM &IBM (2008) ,service innovation is a “ combination of technology innovation, business model innovation ,social organizational innovation and demand innovation with objective to improve existing service system ( incremental innovation ) ,create new value proposition ( offering ) or create new service system(radical innovation ) .”The two main roles in service system are service provider and customer. Value proposition is based on
Focus on the needs of the customer and put the needs of the employee second, follow by the need of the leader as the last so to develop and grow the relationship of the customers while strengthening the
Likewise, the authors looks at the prospect of exactly how employee’s customer orientation predicts customer-rated service performance. The author’s draws on the positive aspects of what a transformational leader should be by illustrating that transformational leaders can successfully simplify service employees’ task requirements by coaching them on how to meet customer needs, which can help to reduce employee’s role of ...
Soman,D & Marand, S (2009). Managing Customer Value: One Stage at a Time.: World Scientific Publishing. p9-14.
There is a simple reason for the belief that if an organization is successful then profitability will follow it. Their values also portray their belief in organizational success.
One area to be addressed by HR in order to achieve this is there need to be a HR strategy to build and retain an engaged and committed workforce. Employees would have to exhibit great skills and behaviors in how they treat customers. Firstly they will have to formulate
The value proposition is a set of benefits or value that promise to deliver to customers to satisfy their needs (Matti, 2004). This slogan created effective value propositions, it tells what Nokia offer in a straight way and could convince the customer Nokia is focusing on the users. Therefore, the customer’s loyalty is increased and Nokia could sustain the competitive position.
Compare and contrast two marketing strategies: 4Ps and value approaches to marketing. The 4Ps approach to marketing was introduced in 1950s and is now viewed as a traditional approach to marketing. Unlike the value approach, which is more focused on delivering value to a fantastic read the customer, the 4Ps approach is more focused on the product itself.
This study examines the performance management and reward strategy used in Unilever to retain and motivate their employees for a long term. Both intrinsic and extrinsic rewards are given to employees to make them loyal and to utilize their skills to further improve the performance of Unilever. Almost all the factors of reward strategies and performance management are discussed and evaluated accordingly. Performance of the employees might be get affected if the rewards are not given to employees, so to motivate them furthermore the Maslow Hierarchy of need theory is also recommended to Unilever to make their employees loyal.
Value has different aspects which include company values; which relates to new innovations, job growth, reducing costs, as well as long term production and so forth. Value must meet customers’ needs which they benefit from the product or service.
...s in the corporate world by setting new standards to promote and better satisfy their employees. We chose four leading companies in four different industries. The above analysis definitely reveals that perhaps one of the reasons why these companies are the leaders in their industry is because they are well aware of the importance of the work force. They mention in their mission statements as well that yes in deed customers are important but in order to make the customer happy they first need to motivate and satisfy the employee as well. According to Citibank, the general belief is that a happy worker is a motivated and loyal one. So keeping employees' spirits high is a sure-fire way of maintaining a productive workforce. A productive work force would ultimately lead to a healthy organization which would not only promote the society its working for but also itself.
Porter argues that no firm can provide value in all the ways that people wish value to be delivered, so they should select one strategy; cost leadership, differentiation or focus. (Robbins & Barnwell, 2002)
Business Excellence can be defined as “excellence in strategies, business practices, and stakeholder-related performance results that have been validated by assessments based on specific models proven to support the challenging journey towards excellence”. (Ionică et al 2010)
Every organization should ask itself, “How do customers see us?” Most organizations mention their dedication to serving their customers in their mission statement. The balanced scorecard, through the customer perspective, requires management to break down their general mission statement on customer service into four specific measures: time, quality, performance and service, and cost (Kaplan and Norton January/February 1992, 72-74). “Customers must believe that, when a product or service is purchased, the value received was worth the price paid” (Kinney and ...
Customer Value is important to my company. My Company knows who purchase their goods and services and why these consumers view our offerings as having the highest value to them.